Question

Sammy Benson supervised greater Downtown Bank's Special Check Sorting Unit, which processed odd-sized, foreign, and damaged checks. Once the checks were sent to his unit, they were manually interpreted, recorded, entered into the appropriate account transactions, and filed for return. Sammy supervised three check sorting clerks in his department. These jobs were staffed by relatively untrained, entry-level individuals who had just graduated from high school. During the summer, Greater Downtown Bank hired low-income, disadvantaged young people for various jobs throughout the company as part of its Community Upbeat campaign. To participate in this effort, representatives from the Human Resources Department visited selected high schools to interview students. Since the students were already prescreened by the school, the interviews were little more than "get-acquainted" discussions. Last summer, Sammy's unit supplied one of the jobs in this effort. Juanita Perez was hired in this context to work as a Special Checks clerk. She was scheduled to begin working in June after graduating from the local vocational high school, where she maintained a C average. This was her first full-time job. When Juanita reported to the bank for a brief induction program, she was scared. It was not only her first day on the job, but the first time she had ever been in the bank. Nevertheless, she kept up her courage and reported to the Human Resources Department as planned. After waiting in the lobby for a while, she was taken to a small meeting room where she and two other new hires were shown how to fill out and sign various forms and documents. Next, an administrative assistant read to the new hires a series of personnel policies about work schedules, breaks, overtime, pay secrecy, attendance, and benefits. She signed more forms, wondering what all this meant. As the meeting drew to a close, Sammy Benson arrived after receiving a call from Human Resources. He and Juanita were introduced for the first time. Sammy escorted Juanita back to the Human Resources Department, showing her the bank's various offices and other departments. He gave her a quick tour of his area, introducing her to the other clerks as he went. Sammy was careful not to interrupt their work, however, nor did he explain to Juanita what they were doing. It was obvious by the expressions on their faces that the employees were surprised to see her. After a quick tour and passing introductions, Sammy gave Juanita some basic instructions in her job. He gave Juanita the job of processing foreign checks. He felt this task was the easiest job to learn and do correctly. During her first day on the job, Sammy spent about 15 minutes showing her the procedure: inspect, record, enter, adjust, file. Since he had to prepare for a meeting later that day, that was all the time he could spend with her. By the end of the first week, Juanita seemed to be getting the hang of things: She came to work on time, stayed busy, and was fairly pleasant and easy to get along with. Sammy intended to spend as much time as possible with her during this period; however, because she seemed to catch on quickly and he was very busy, he saw her only occasionally over the next few weeks. Then, after about a month, Juanita called in sick one day. A replacement was brought in, and as she looked through Juanita's desk for a notepad, she found what appeared to be a large pile of unfiled checks. When Sammy looked through the pile, he found that there were, in fact, quite a few unprocessed checks, some of which dated from Juanita's first day on the job. As they were the more unusual kinds of checks the department handled, Sammy assumed that she apparently had not known how to process them. Unfortunately, the combined value of these checks totaled around $65,000. The bank had lost the "float" value on them, and Sammy knew that customer complaints would be coming in soon. Sammy expected Juanita to come back to work the following day, and he wondered if he should write up a warning notice for her immediately.

(Source: Alan Clardy, Ph.D., Advantage Human Resources, HRD Press, 1994)

1- Why do you think the problem occurs? What probably cause the problem of Juanita's poor performance? Explain.

2- Sammy is considering issuing a formal written warning notice to Juanita upon her return.

a) Do you think this is an appropriate action to take? Why is it and why is it not? Discuss.

b) How can Sammy be sure he is making the right decision either to issue or not issuing the warning notice? Propose two (2) possible ways that can guide Sammy in making effective decisions.

please I need some extra lines to write, our answer based on ( Stephen P. Robbins, Mary A. Coulter Management thirteenth edition ) book

Answer 1

1-Main reason for the Juantia poor performance she didn’t understand the job fully. How to handle the processing of foreign checks is not known to Juantia. she don’t know the co-Workers nature of job and also she has little bit nervous initially . Juantia was not taken help from Co-Workers. Sammy Benson didn’t monitor the Juanita work properly.In efficient monitoring and supervising leads Juantia poor performance .Continuous monitoring and correct the issue on time might have solved the problem.

2.

a)Sammy can’t give warning of notice to Juantia.Why because Sammy also involved in the training and development of Juanita from beginning of the job. Sammy didn’t monitor Juantia work from first day. Lack of supervision also reason for this issue.

b)One possible way of solving problem is understand the root cause of the problem and correct the issue with possible solutions. Sammy can take help from their Co-Workers and solve this issue. Also Discuss with Juanita understand the reasons for the issue and make corrective action.

Another important thing is face the customer complaints. Sammy can ask apology from their customer and get some more time for the issue resolution.